City of AntiochBrand Marketing and Public Relations Services

Respectfully Submitted byEvviva Brands, LLC

November 30, 2017

Promoting the City of Antioch by an experienced public relations firm that would establish a media plan to communicate a positive impression of Antioch to target audiences, specifically focused on the community, business environment and development/leasing opportunities.

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A Tale of Two Cities It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, we were all going direct to Heaven, we were all going direct the other way—in short, the period was so far like the present period, that some of its noisiest authorities insisted on its being received, for good or for evil, in the superlative degree of comparison only.

Those words, which open Dickens’ Tale of Two Cities, were written in 1859--the year coal was discovered in Antioch. Though they describe Paris and London at the outbreak of the French Revolution, they could as easily describe the City of Antioch today.

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Which Antioch? One City’s finances are “not adequate to provide high levels of service to the community.” This City’s “general fund budget is...projected to go negative within a few years...” with a “golf course and recreation budgets running significant deficits and draining General Fund reserves” and the City’s reputation has suffered due to crime and blighting conditions”--but only where the City is known.1

The other has “a burgeoning population of professionals ...a growing workforce, diverse and educated in a variety of industries...two major hospitals...and...is positioned for strong economic development...[due to] easy links to the San Francisco Bay Area, Silicon Valley, Sacramento and the Central Valley.”2

Both Cities are called Antioch. Both are real today. Only one can prevail.

1. Strategic Management Plan Update, City of Antioch 2/16/162. RFQ, Marketing and Communication Services. 4

The Story is a Choice

The first City describes the recent, real past. The second describes the future all stakeholders hope to see. The difference? The story we choose to believe.

As a brand agency, we understand the power of the right story. We know it’s not what people know, but what they believe and desire, that drives what they do.

With the right positioning, the right story, the right strategy, and patient repetition, the City of Antioch can be everything it aspires to become.

On the following pages we outline our plan to create, test, refine, propagate and promote the brand story of Antioch.

We have successfully positioned brands as diverse as Amazon, Kaiser Permanente, Google Fiber, Chevron and Walmart. We look forward to helping Antioch become a magnet for business, development and growth for years to come.

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Contents ● Introduction...................................................................................2

● Goals................................................................................................6

● Discovery.......................................................................................8

● Position...........................................................................................9

● Plan................................................................................................11

● Implementation.........................................................................14

● Evaluation....................................................................................16

● Budget..........................................................................................17

● Work Samples...........................................................................19

● Company Overview................................................................23

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Goals The City set ambitious, attainable goals for this project:● Identify target audiences● Publicize Antioch with stories published in statewide,

national and international media● Support Antioch’s Economic Development Strategies and

future needs● Status reports to City Council● Raise Antioch’s identity regionally and nationally among real

estate, development and corporate decision-makers● Recruit and retain companies to Antioch● Positively impact impressions of Antioch● Further economic goals● Enhance governmental relationships● Promote Antioch’s innovation and diversity● Promote advantages of living, working and doing business

in Antioch● Establish Antioch’s “brand”

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Begin with Brand The first priority for the City is to establish a brand position. What’s a brand? A clear, relevant, resonant, differentiating idea. It’s the one thing we remember about a product, service or place that everything else “fits into.”

“Silicon Valley” is a brand. “Google” is a brand. “Paris” is a brand. “Kaiser” is a brand. “Napa” is a brand.

Each brand carries a specific set of associations: Silicon Valley is tech. Google is search. Paris is love. Kaiser is thrive. Napa is wine.

What is Antioch?

The last objective on Antioch’s list must be the start of our journey. Unless we know what Antioch stands for, all we can do is make noise. But once we know what Antioch means, we can tell the story of the brand.

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Brand Discovery Our first steps on the brand journey begin with brand discovery. We will spend time in Antioch, reviewing business plans, strategies and other City data.

Then we will interview residents and business owners from the “four corners” of Antioch about why they’re here, what they love, why they stay, and what “outsiders” don’t get about Antioch.

We’ll also interview “outsiders,” people from other parts of the Bay Area indirectly connected to Antioch by rail, highway, waterway or employment.

Their perspectives and insights, the places they connect, and where they don’t, the City’s and residents aspirations, will allow us to develop a series of possible brand propositions answering the question, “what is Antioch?”

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Goals:

● Identify facts and storyline to support City narrative

● Understand current activities, past success and past misses

● Document the City’s competitive advantage

● Understand corporate recruiting and business retention process are people starting businesses locally or relocating?

● Define most desirable businesses (e.g. seniority vs. entry level, trade or professional, etc.)

● Data on open / unfilled real-estate -open due to turnover or growth?

Deliverable: Analysis and summary of insights

Brand Positioning We will lead three visioning sessions with Antioch citizens, and any City Council and Economic Development Staff who care to participate.

The goal of these visioning sessions will be to gather community feedback and to decide on one of the draft brand positions Evviva has developed for Antioch.

We will provide three positions with rationales (paragraphs providing context for the positions) as well as pros and cons and demographic assumptions for each position.

With the benefit of Antioch’s input, we will finalize the selected position. We will finally be able to simply say, “this is what Antioch is.” And to begin to build the story to support our claim.

Deliverables: validated brand positioning.

Timing: We anticipate starting discover in January and completing positioning by early February. 10

Planning Concurrently with positioning, we will draft a comprehensive integrated communications plan (including earned and paid tactics), to develop, place and promote messages in appropriate channels and informed by data uncovered during Discovery phase.

We will:Develop overall strategy to enhance company presence / brand:

● Expand bench of spokespersons for City of Antioch ● Leverage national data trends to support Antioch positioning ● Identify spokespeople to comment on/amplify relevant trends● Partner with appropriate regional and state-based

organizations (ABAG, Chambers of Commerce, West County)

Create roadmap● Detailed calendar of opportunities ● Menu of tactics (media training, commission data, big ideas) ● Quarterly themes and editorial calendar● Timeline and resources

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Plan Elements The plan will include:

● Development of prioritized target audiences of interest to the City and relevant to City informational targets

● A comprehensive outreach target list and defined messages for these target groups (e.g., small business owners, millennial and 55+ homebuyers, golfers, etc.)

● An enhanced City narrative (developed and shaped proof points for brand positioning in transformation context)

● Fact sheets leveraging government and other third-party resources

● A cross promotion strategy for content on social channels and platforms (blog posts, newsletter articles, Twitter, Facebook, Instagram, YouTube, LinkedIn, etc.)

● Media and presentation train bench ● Plan for participation in statewide initiatives on City’s behalf● Coordination among existing activities carried out by key City

stakeholders ● A training plan for City partner resources.

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Big IdeasThe plan will also include operational ideas that have intrinsic media value. Thought starters include:

1. Antioch is the Bay Area’s newest biotech hotspot2. Antioch is the Bay Area’s newest tech incubator

(City could subsidize live/work space and bring in fiber.)3. Antioch will become the Gourmet Ghetto of cannabis cuisine4. Antioch has the best niche music festival in the Bay Area for

[form TBD]5. Antioch is the new “it” spot for craft breweries

In addition to sharing the City’s new brand narrative to the media, we will bolster locally-sourced product and service stories to raise company visibility and job attractiveness (people want to work for employers that make “cool” things). This “reflected light” strategy reflects favorably on Antioch: “who knew?”

We will also explore strategic sponsorships with media value (e.g. Society of Manufacturing Engineers, community-based events).

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Deliverables: Communications plan and detailed roadmap.Timing: We anticipate delivering the plan and roadmap by the end of February.

ImplementationOnce we have an agreed plan in place, we will implement the plan. The editorial calendar (described on previous pages) will cover approximately 60% of the content we anticipate developing and delivering. 40% (or so) will be responsive content--content around current events we develop real-time content in response to.

Antioch StoriesWe will gather/curate a gallery of real stories featuring Antioch and based on the equities uncovered during our discovery session and supporting the Antioch brand position. These may take the form of “day in the life,” “my Antioch journey,” “impact,” “business journey,” etc. Each story will be developed in long, short, tweet and snap formats. We will have one dedicated writer supporting interviews, asset collection and story creation at 50% FTE.

Antioch Content Management SystemWe will develop a Smartsheet-based content management system to track and manage all assets we create to ensure that they’re fresh, that no individual assets are over-deployed, to track what we elevate, and to track their results.

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Deliverables: Communications plan and detailed roadmap.Timing: We anticipate delivering the plan and roadmap by the end of February.

Amplification

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Paidmedia Locally-

targetedmedia

Partner ABAG media

Earned media

Our plan will include a timed “push strategy” coordinating copy/story elements with online channels and assuming multiple social placements each business day, up to three blog postings per week and daily amplification and cross-promotion of story assets.

We will have a balanced focus on placements in paid, locally-targeted, partner and earned media. (Our paid focus will be social, both because social targeting is much more cost-effective than traditional media and because social response metrics are much better.)

We will amplify the effectiveness of our placements by cross-promotion on social channels, with a balance of copy, photo and video content we will co-curate with City resources.

If we are fortunate to be awarded this work we will be pleased to hire at least one Antioch-based resource as a paid intern for the project’s duration.

Evaluation We will track and report on the following key performance indicators to define the impact of and refine our efforts:● Content produced (number of tweets/posts by social

medium) ● Articles submitted (op-eds/letters to the editor/bylines)● Followers increase/decrease (social media channels)● Follower sentiment and engagement● Website traffic to key City websites● Earned media coverage volume (major media, trades) ● Sentiment (positive,negative, neutral, factual)● Executives quoted● Key message penetration● Relationships cultivated ● Initiatives launched

Reporting: We will provide reporting on a monthly basis or every six weeks on agreement with the City. Timing: We will provide in-person updates and reviews with City staff on a quarterly basis.

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Medium Current 2018 Target

Facebook 2,050 followers 15,000 followers

Twitter 309 followers 15,000 followers

YouTube 6,812 views 15,000 views

Instagram 101 followers 2,500 followers

LinkedIn 258 followers 1,500 followers

We will dramatically increase the number of followers and social interactions between the City and the community. These numbers are our proposed year one target. (We were able to take Marriott International from 14,000 Facebook followers to more than one million in just over a year by activating local resources. We will follow a similar plan for Antioch.

Budget

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Element Description Cost

Discovery & Positioning Review City materials, conduct interviews and intercepts, develop reporting. Develop draft positioning and brand story, validate with City staff and in working groups, finalize.

$25,000

Plan Development Develop detailed comprehensive integrated communications plan (including earned and paid tactics), to develop, place and promote messages in appropriate channels and informed by data uncovered during Discovery phase.

$10,000

Execution & Evaluation Deliver and measure daily placements across channels for 10 months at $5,500/month by dedicated Evviva resource focused on Antioch account.

$55,000

Account Management Internal project management, client response, in-person reporting, event support. $5,000

Total The services described above are offered on a fixed-bid basis. $95,000

Discovery, Positioning and Plan Development will be invoiced on completion (anticipated end of January and February, respectively). Execution will be invoiced on monthly basis. Account management will be invoiced at the conclusion of contract.

Work Samples The following work samples provide a look at our approach and our results.

Methanex. In addition to being the world’s largest manufacturer and marketer of methanol, Methanex must manage complex relationships with their “fenceline community” in markets as varied as Egypt, Chile, Canada, the United States, Barbados and New Zealand.

Energy Recovery. The world’s leading desalination company needed to undertake a massive pivot to succeed in oil and gas. Thanks to Evviva, they inked a $125 million deal with Schlumberger within a year.

Marriott is the world’s largest hospitality brand. We developed universal positioning...and our strategy led to them to more than a million Facebook followers and being the most followed employer on the internet.

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About us.

This is us.

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This is us.

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Thank you

Dr. David Kippen is an internationally recognized leader in brand strategy and transformation. He has been quoted in the Wall Street Journal, Times of London, Economic Times of India, and Financial Times. He has lectured on brand, culture and engagement at the University of Chicago Booth School of Business, Nova Southeastern University’s Huizenga School of Business, and the Conference Board and teaches brand and marketing in San Francisco State University’s Integrated Marketing Program.

Dr. Kippen’s approach to brand strategy and culture change is drawn from market

research in more than thirty countries over the past eighteen years. He has

applied these insights to transform a Who’s Who of leading global brands including

Amazon, Ameriprise Financial, Bain & Company, Burger King, Chevron, Coca-

Cola, Dell, Disney, Energy Recovery, E.ON, HP, HSBC, General Mills, Intel, Kaiser

Permanente, Kentz, KLA-Tencor, Lam Research, Microsoft, Methanex, Nokia, Teva,

Total, T-Mobile and Xilinx.

In 2009, Dr. Kippen founded Evviva Brands (www.evvivabrands.com) with a

simple goal: unlock brand value by making brands better people. Evviva’s

specialty is positioning “unsung heroes,” component, ingredient and B2B brands

in the technology, energy, and financial services sectors. Equal parts strategy

consultancy and creative agency, Evviva uses workforce insight to transform

brands from the inside out. Today, Dr. Kippen serves as CEO and Chief Strategist

of Evviva Brands, Managing Director of Evviva Ltd. (Edinburgh) and CEO of Evviva

Games. Prior to Evviva Brands he led global brand strategy for TMP Worldwide.

Dr. Kippen has held leadership roles in a variety of professional associations

supporting brand, communications and human resources industries. He earned

his PhD in Rhetoric at the State University of New York at Stony Brook and was a

visiting scholar at the Stanford-UC Berkeley Joint Center for African Studies.

He currently lives in the East Bay with his wife Valerie and cats Basil and Midge.

David Kippen, PhD

Cate Newsom

Managing director (and University of Edinburgh neighbour) Cate Newsom has over 10 years of experience in research and strategy in the field of branding and marketing. Cate has worked with leading multinational corporations and third sector organisations, covering the sectors of aviation, communications, consumer packaged goods, energy, financial services, hospitality, management consulting, and technology. In addition to her work in branding, Cate’s diverse background includes anthropological documentary film production, extensive field research on five continents, and project management, conducted in the private, public and voluntary sectors. Cate has a Bachelor’s of Arts degree in film studies from Yale University and a Master of Arts degree from New York University’s Graduate School of Arts and Sciences / Tisch School of the Arts in cinema studies (with an emphasis on the ethnographic documentary). She also has a second Master of Arts degree in social anthropology from the University of Amsterdam, and is completing her PhD in clinical psychology with Utrecht University. Cate has a professional certification in project management from UC Berkeley. Cate lives in Edinburgh’s Old Town with her husband, a university lecturer. Both have yet to see a ghost, but reckon by now they could lead a mean ghost tour.